The Timing Question Every Seller Faces
For many dentists preparing to sell their practice, one of the hardest decisions isn’t choosing a buyer; it’s choosing when to tell the team.
You’ve worked side-by-side with your hygienists, assistants, and front desk for years. They’ve helped build your reputation. You care about them. But you also know that dropping the news too early – or too late – can backfire.
- So, when is the right time to tell your staff you’re selling your practice?
The answer depends on your goals, the dynamics of your team, and how far along you are in the sale process; but there are clear best practices that can help guide your decision.
Why Timing Matters
Telling staff too early can create unnecessary stress, uncertainty, and even turnover; especially if the sale ends up taking longer than expected or falling through.
Telling staff too late can feel like a betrayal – damaging relationships and undermining trust during a critical transition period.
Your goal is to strike a balance: give them enough notice to process the change, ask questions, and meet the new owner, without causing avoidable anxiety.
The General Rule: After the APA Is Signed
In most cases, the best time to inform your staff is after the Asset Purchase Agreement (APA) is signed but before the actual closing.
At that point:
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You have a committed buyer
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You know the buyer’s vision for the practice
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You can confidently answer staff questions
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There’s still time for a proper handoff and transition planning
This typically gives you enough time before closing to ease the team into the change and support their role in the transition.
What to Say (and How to Say It)
When you’re ready to tell the team, treat it like a well-planned case presentation. Be honest, confident, and empathetic.
Key points to include:
- You’ve made a thoughtful, long-term decision
- You’re confident in the buyer and their ability to continue quality care
- You’ll remain involved during the transition
- The buyer values the team and plans to retain staff
- You’re available to answer questions now and after the transition
Pro tip: If possible, have the buyer come in to meet the staff soon after notifying them, to start building rapport right away.
How Much Should You Share?
You don’t need to disclose every detail of the deal; salary, sale price, terms, etc. Instead, focus on what matters to the team:
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Will their jobs change?
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Will they keep their hours, pay, and benefits?
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Who will handle patient care?
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What’s the timeline?
Offer reassurance, but don’t make promises on the buyer’s behalf. Let the buyer speak to their plans directly.
How to Handle Staff Reactions
Expect a range of reactions — from surprise to concern to curiosity. Your role is to:
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Stay calm and confident
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Validate their feelings
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Reinforce the positives (continued employment, opportunity to grow, your endorsement of the buyer)
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Keep the lines of communication open
It helps to follow up with one-on-one conversations, especially with long-time team members who may need extra support.
Don’t Forget a Retention Plan
Even when things go smoothly, some staff may consider leaving just because of the change. That’s why many sellers offer short-term retention bonuses for employees who stay on 3–6 months post-sale.
It shows appreciation and gives the buyer a smoother onboarding period, which can even enhance the value of your deal.
Final Thoughts: Respect, Communication, and Timing Win the Day
Selling your practice is a big moment; not just for you, but for your team. How you communicate the news can shape their experience of the transition and set the tone for the new owner.
Plan your timing. Choose your words carefully. And above all, show the same empathy to your staff that you’ve shown to your patients over the years.
Ready to Start Planning Your Transition?
At American Practice Consultants, we help sellers navigate every step of the process; from valuation to buyer selection to staff transition planning. If you’re considering selling in the next 1–3 years, let’s talk.
Contact us today for a confidential consultation.

